Gauge the team’s experience in working together: If people have not worked together before, they will be less efficient. What slows progress and wastes the most time on projects is confusion about what the goals are or which things should come before which other things. Many miscommunications and missteps happen because person A assumed one priority (make it faster), and person B assumed another (make it more stable). This is true for programmers, testers, marketers, and entire teams of people. If these conflicts can be avoided, more time can be spent actually progressing toward the project goals. Feature (project managers and designers): A feature defines a specific design that satisfies the requirement, this way describing a possible scenario from the customer's perspective. If you’re a team member, project manager, or even a non-technical stakeholder, Scott offers dozens of practical tools and techniques you can use, and questions you can ask, to ensure your projects succeed.” Priorities are powerful since they can reframe any argument around what’s really important. Some problems causing heated discussions have nothing to do with true goals.

If on any day the project is not going well, it’s your job to figure out **what the problems are and to act** so that the project goes well again. This can take hours, days or weeks. What could be better than more make it happen quotes? Wish for the best, stop waiting, get started, and set goals right away in your mind with these make it happen quotes. You'll watch yourself get to a better place. They are never comfortable with their present level of success. They seek for ways to improve on their achievements. They pursue new frontiers regardless of their age. They believe if they can start a business at age 30, they can also build one at 60. Age is never a limitation. They Invest in Self-ImprovementThis priority 1 line must be taken very seriously. You should fight hard to make that list as small and tight as possible (this applies to any goal lists in the vision document as well). An item in the priority 1 list means “We will die without this.” It does not mean things that are nice to have or that we really want to have: it gives the tightest, leanest way to meet the project goals. For example, if we were building an automobile, the only priority 1 things would be the engine, tires, transmission, brakes, steering wheel, and pedals. Priority 2 items would be the doors, windshield, air conditioning, and radio because you can get around without those things. The core functionality of the automobile exists without them; you could ship it and still call it a car. If you are feeling desperate and tired before your time is up, it is time to evaluate how you spend your time. Ensure that your minutes are not wasted on useless activities. Each minute must count towards the achievement of your goals. Conclusion Big schedules must be divided into small plans** to minimize risks and increase the frequency of adjustments. The Actions You Are Not Willing To Take or The Decisions You Are Not Willing To Make, Are The Ones That Will Change Your Life!"

The world is full of talkers with few actors. Anyone that will make things happen in life must walk the talk. While others are wasting time talking about their dreams, these people are already working on their tasks with a strong commitment. Once you figure out what you want from life, the next task is to commit yourself to act on them. They Use Their Time Wisely Drawing on the Pakistan Earthquake Reconstruction and Recovery Project (PERRP), this volume explores the sociocultural side of post-disaster infrastructure reconstruction. As the latter is often fraught with delays and even abandonment—one cause being ineffective interactions between construction and local people—PERRP used anthropological and participatory approaches. Along with strong construction management, such approaches led to the rebuilding being completed on time. As disasters are increasing in number and intensity, so too will be the need for reconstruction, for which PERRP has lessons to offer. My favorite word in the English language is how. How does this work? How was this made? How did they do this? There are **many different types of political power**, like rewards, coercion, knowledge, references, and influence.The medical environment, especially trauma situations, offers a fascinating comparison for team-based work, high-stress decision making, and project outcomes that affect many people every day. They don’t deny the feeling of fear, but they do not permit this feeling to hinder them from making things happen. If they don’t have what it takes, they outsource to those who can help. They Focus simple is not the same thing as easy. For example, it's a simple thing to run a marathon. You start running and don't stop until you've reached 26.2 miles. What could be simpler? The fact that it's difficult doesn't negate its simplicity. Ideas morph into designs **via conversations between different people** with different types of expertise. OWN AFFILIATION: I am an editor/contributor to this book or another book in the Series (where applicable) and/or on the Editorial Board of the Series, of which this volume is part.

Being savvy means you are looking for, and willing to take, the smarter route. The following list contains tactics that I’ve used successfully or have been successfully used on me. While your mileage may vary with them, I’m sure this list will get you thinking of other savvy ways to accomplish what needs to be done to meet your goals. Some of these have risks, which I’ll note, and must be applied carefully. Even if you choose never to use these yourself, by being aware of them, you will be savvier about what’s going on around you. Keep the vision alive** by asking questions about the usefulness of the vision and about the daily decisions of the project. Many smart people can recognize when there is a problem, but few are willing to expend the energy necessary to find a solution, and then summon the courage to do it. There are always easier ways: give up, accept a partial solution, procrastinate until it goes away (fingers crossed), or blame others. The harder way is to take the problem head-on and resist giving in to conclusions that don’t allow for satisfaction of the goals. Successful project managers simply do not give up easily. If something is important to the project, they will act aggressively—using any means necessary—to find an answer or solve the problem. This might mean reorganizing a dysfunctional team, getting a difficult room of people to agree on goals, finding answers to questions, or settling disagreements between people. This ability to drive is so important to some that it’s used as a litmus test in hiring project managers. Even if leaders can’t precisely define what the ability is without making at least some references to other skills, they do feel that they can sense or measure it in others. For example, an interviewer needs to ask herself the following question about the candidate: “If things were not going well on some important part of the project, would I feel confident sending this person into that room, into that discussion or debate, and believe he’d help find a way to make it better, whatever the problem was?” If after a round of interviews the answer is no, the candidate is sent home. The belief is that if he isn’t agile or flexible enough to adapt his skills and knowledge to the situations at hand, and find ways to drive things forward, then he won’t survive, much less thrive, on a typical project. This chapter is about that ability and the skills and tactics involved. Priorities Make Things Happen

Get advice. Don’t fly solo without a map unless you have to. In a given situation, consider who involved thinks most highly of you, or who may have useful advice for how you can get what you need. Make use of any expertise or experience you have access to through others. Pull them aside and ask them for it. This can be about a person, a decision, a plan, anything. “Hey Bob, I’d like your advice on this budget. Do you have a few minutes?” Or, “Jane, I’m trying to work with Sam on this issue. Any advice on the best way to convince him to cut this feature?” For many people, simply asking their advice will score you credibility points: it’s an act of respect to ask for someone’s opinion.